Cynosura

Face to Face meetings

There is a big debate in the business world about the value of face to face meetings versus videoconferencing, email and other electronic aids.  That debate will continue to rage where the face to face meetings requires travel over long distances.

When it comes to internal communications, in the workplace, the face to face meeting is a valuable and important tool.  In this case a face to face meeting is between a manager and one, two or three of their team members.  Where specific and clear messages need to be disseminated, this can still be the best way because of the personal nature of the event.

Advantages

• F2F can be almost spontaneous and is personal
• It is still valued by employees as the best way of receiving important information, especially bad news
• Employees do not feel they are just a number when this form of communication is used
• You can see all of the other person so you can read their body language and get a good idea of the nature of the problem
• It helps to build closer team relationships because often it will go beyond the formal business – hence improving social interaction (an important motivator when the chips are down)
• It allows for a broader spontaneous discussion
• Messages can be discussed and feedback given creating a two way flow of information. 

Disadvantages

• It takes time to gather people together (but if you are all in the same workplace is that really an issue?)
• If not properly controlled it can go on too long and waste time. 

Who organises and how?

• For the purposes of internal communications, the face to face meeting is likely to be part of a cascade system
• The cascade system allows for a message to be formulated and delivered to senior managers.  In turn they tell their immediate reports and so the message goes down the line
• The basic face to face meeting is between the end line manager and their team members
• The line manager will organise the meeting which may be part of a structured process i.e. twenty minutes on a Monday morning or Friday afternoon
• Where teams are small (up to six people) then the line manager may meet with the whole team; where larger the teams should be broken down into smaller units
• If the meeting is impromptu then the manager may call team members in as and when they return from their briefing
• With F2F meetings managers may be asked to get feedback from their teams which in turn can be fed back up the cascade to allow views, opinions and ideas to be expressed.

Frequency & timing

• The best internal communications F2F meetings are structured and should be on a set time, day and place so that it can be put into people’s diaries
• If part of a structured process then don’t have them too often or they will be considered routine and the messages not taken seriously
• Therefore it depends upon the size of your organisation and the extent of the messages flowing through – not more than once a week and possibly once a fortnight or once a month
• In a crisis situation then frequency could go up to once a day or even several times a day for those most directly involved
• The meeting should only be as long as it takes to give the message and allow some discussion/debate, questions & answers; that could be as little as 10 minutes or as much as an hour. 

Training

For those giving messages it is important that they receive training in:

• How to deliver a message/communication
• With cascades, how to ensure the message is not misunderstood
• How to listen and take feedback
• How to give feedback.

There is a big difference between knowing the theory and making it happen. For help in implementing your communications practices email us now.